business-analysis-2e-artwork-ma_Layout 1 24/06/2010 14:53 Page 1

Second Edition
Debra Paul, Donald Yeates and James Cadle (Editors)
Business Analysis is a bestselling practical guide for anyone
involved in business analysis, whether improving business
processes or defining requirements for IT solutions. The book
explores the entire range of approaches and techniques needed
to conduct business analysis successfully, including investigating
business issues, modelling processes, defining requirements and
producing rigorous business cases.

New edition of bestselling book

Practical business analysis techniques
Business process modelling
Requirements analysis and management
Managing change

ABOUT THE AUTHORS

Business Analysis has been written and now updated by a team
of experts who are practitioners and educators in the business
analysis field.
You might also be interested in:
BUSINESS ANALYSIS TECHNIQUES
72 Essential Tools for Success
James Cadle, Debra Paul and Paul Turner

Kathleen Barret,
President & CEO of the
International Institute of
Business Analysis

Business

BUSINESS
ANALYSIS
Second Edition
Debra Paul, Donald Yeates and James Cadle (Editors)

BUSINESS ANALYSIS SECOND EDITION

Some important enhancements to this new edition: the inclusion

of additional techniques such as Ishikawa diagrams and spaghetti
maps; expanded treatment of requirements management and
investigation of business needs; more detailed treatment of
benefits realisation including the use of benefits realisation maps.

Business Analysis
is an excellent
introductory text for
business analysts
seeking to apply the
standards, knowledge
and competencies of
the discipline. It goes
beyond most texts to
show how business
analysts define
requirements not
only to support IT
systems development,
but also to drive
business change
and implement
organizational
strategy.

Paul, Yeates, Cadle (Editors)

BUSINESS ANALYSIS

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Business Analysis Second Edition_Layout 1 6/25/10 4:37 PM Page i

BUSINESS ANALYSIS

Second Edition

Business Analysis Second Edition_Layout 1 6/25/10 4:37 PM Page ii

BCS The Chartered Institute for IT

Our mission as BCS, The Chartered Institute for IT, is to enable the information
society. We promote wider social and economic progress through the advancement
of information technology science and practice. We bring together industry,
academics, practitioners and government to share knowledge, promote new
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the public.
Our vision is to be a world-class organisation for IT. Our 70,000 strong membership
includes practitioners, businesses, academics and students in the UK and
internationally. We deliver a range of professional development tools for
practitioners and employees. A leading IT qualification body, we offer a range
of widely recognised qualifications.
Further Information
BCS The Chartered Institute for IT, First Floor, Block D, North Star House,
North Star Avenue, Swindon, SN2 1FA, United Kingdom.
T +44 (0) 1793 417 424
F +44 (0) 1793 417 444
www.bcs.org/contact

Business Analysis Second Edition_Layout 1 6/25/10 4:37 PM Page iii

BUSINESS ANALYSIS

Second Edition

EDITED BY
Debra Paul, Donald Yeates and James Cadle

Business Analysis Second Edition_Layout 1 6/25/10 4:37 PM Page iv

2010 British Informatics Society Limited

All rights reserved. Apart from any fair dealing for the purposes of research or private study, or criticism or
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All trade marks, registered names etc. acknowledged in this publication are the property of their respective
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number 292786 (BCS).
Published by British Informatics Society Limited (BISL), a wholly owned subsidiary of BCS The Chartered
Institute for IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, United
Kingdom.
www.bcs.org
ISBN 978-1-906124-61-8
British Cataloguing in Publication Data.
A CIP catalogue record for this book is available at the British Library.
Disclaimer:
The views expressed in this book are of the author(s) and do not necessarily reect the views of BISL or BCS
except where explicitly stated as such. Although every care has been taken by the authors and BISL in the
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Typeset by Lapiz Digital Services, Chennai, India.
Printed at CPI Antony Rowe Ltd., Chippenham, UK.

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CONTENTS

List of figures and tables

Contributors
Foreword
Abbreviations
Glossary
Preface

ix
xii
xiii
xiv
xvi
xxvii

WHAT IS BUSINESS ANALYSIS?

Introduction
The origins of business analysis
The development of business analysis
The scope of business analysis work
The role and responsibilities of a business analyst
The business analysis maturity model
The future of business analysis
References
Further reading
Useful websites

1
1
2
2
5
10
12
14
15
15
15

THE COMPETENCIES OF A BUSINESS ANALYST

Introduction
Behavioural skills and personal qualities
Business knowledge
Techniques
The right competencies for the right situation
How can I develop my competencies?
Industry skills frameworks
Industry qualifications
Summary
References
Further reading
Useful websites

16
16
17
20
23
25
26
27
31
32
33
33
34

STRATEGY ANALYSIS
Introduction
The context for strategy
What is strategy?
Strategy development
External environment analysis
Internal environment analysis

35
35
35
37
38
41
46
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CONTENTS

SWOT analysis
Implementing strategy
Summary
References
Further reading

48
50
53
53
53

THE BUSINESS ANALYSIS PROCESS MODEL

Introduction
An approach to problem-solving
The process model
Investigating the situation
Considering perspectives
Analysing needs
Evaluating options
Defining requirements
Delivering changes
Summary
References
Further reading

55
55
55
57
58
60
62
64
65
67
69
69
70

INVESTIGATION TECHNIQUES
Introduction
Prior research
Investigation techniques
Quantitative approaches
Documenting the current business situation
Summary
References
Further reading

71
71
71
73
88
91
97
97
97

STAKEHOLDER ANALYSIS AND MANAGEMENT

Introduction
Stakeholder categories and identification
Analysing stakeholders
Stakeholder management strategies
Managing stakeholders
Stakeholder views
Defining stakeholder involvement RACI and RASCI charts
Summary
Further reading

99
99
100
102
103
106
108
108
111
111

MODELLING BUSINESS SYSTEMS

Introduction
Soft systems methodology
Business perspectives
Business activity models
Business events and business rules
Critical success factors and key performance indicators
Validating a business activity model
Use of the business activity model in gap analysis

112
112
113
115
117
122
124
124
124

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CONTENTS

Summary
References
Further reading

125
125
125

MODELLING BUSINESS PROCESSES

Introduction
Organisational context
An alternative view of an organisation
The organisational view of business processes
Value propositions
Business process models
Analysing the business process model
Improving business processes
Process measurement
Six Sigma
Summary
References
Further reading
Useful websites

127
127
127
129
130
133
136
140
141
143
146
147
147
147
148

GATHERING THE REQUIREMENTS

Introduction
The problems with requirements
A process for requirements engineering
Actors
Requirements elicitation
Building the requirements list
Requirements analysis
Validating requirements
Summary
References
Further reading

149
149
149
152
153
156
161
162
165
166
167
167

10

DOCUMENTING AND MANAGING REQUIREMENTS

Introduction
The importance of documentation
The requirements document
The requirements catalogue
Managing requirements
Conclusion
Further reading

168
168
168
168
170
179
185
185

11

MODELLING REQUIREMENTS
Introduction
Modelling system functions
Modelling system data
Class models
Summary
References
Further reading

186
186
186
190
199
204
205
205
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CONTENTS

12

DELIVERING THE REQUIREMENTS

Introduction
Delivering the solution
Context
Delivery lifecycles
Approach
Roles in delivering requirements
Deliverables
Techniques
Conclusion
References
Further reading

206
206
206
207
208
215
219
220
220
221
221
221

13

MAKING A BUSINESS AND FINANCIAL CASE

Introduction
The business case in the project lifecycle
Identifying options
Assessing project feasibility
Structure of a business case
Investment appraisal
Presentation of a business case
Benefits management and realisation
Summary
Further reading

223
223
223
224
226
229
237
239
240
243
243

14

IMPLEMENTING BUSINESS CHANGE

Introduction
Introducing a new business system
The nature of change
The environment for change
Alignment
Definition
Design
Implementation
Realisation
Conclusion
References
Further reading

244
244
244
245
246
252
256
258
259
264
267
267
268

Index

269

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LIST OF FIGURES AND TABLES

Figure 1.1
Figure 1.2
Figure 1.3
Figure 1.4
Figure 1.5
Figure 2.1
Figure 2.2
Figure 3.1
Figure 3.2
Figure 3.3
Figure 3.4
Figure 3.5
Figure 3.6
Figure 4.1
Figure 4.2
Figure 4.3
Figure 5.1
Figure 5.2
Figure 5.3
Figure 5.4
Figure 5.5
Figure 5.6
Figure 5.7
Figure 5.8
Figure 6.1
Figure 6.2
Figure 6.3
Figure 6.4
Figure 6.5
Figure 6.6
Figure 7.1
Figure 7.2
Figure 7.3
Figure 7.4
Figure 8.1
Figure 8.2
Figure 8.3
Figure 8.4
Figure 8.5

Business change lifecycle

Potential range of the business analyst role
The four views of a business system
The business analysis maturity model
The capability maturity model integration
The competencies of a business analyst
Skill analysis matrix
Strategy creation
Porters five forces model
The Boston box
Format of a SWOT matrix
The McKinsey 7-S model
The balanced business scorecard
A problem-solving model
The business analysis process model
Extended business analysis process model
STOP, the organisation hierarchy
The structure of an interview
Workshop techniques
Process for developing scenarios
Example of a rich picture
Example of a mind map
Example of a spaghetti map for a garage service section
Example of a fishbone diagram
Stakeholder management in the project lifecycle
Generic stakeholder categories
Stakeholder power/interest analysis
Basic stakeholder management strategies
Example of a RACI chart
Example of a RASCI chart
Checklands soft systems methodology
BAM notation using cloud symbols
BAM for a travel company
Business event triggering activities
Functional view of an organization
Organisation model (after Harmon 2007)
A process receiving input and producing output
Outline process model
Overview process map for a library service

4
6
9
12
13
17
25
39
44
48
49
51
52
56
58
68
76
77
83
85
92
93
94
96
99
100
103
104
109
110
114
119
120
123
128
129
131
131
132
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LIST OF FIGURES AND TABLES

Figure 8.6
Figure 8.7
Figure 8.8
Figure 8.9
Figure 8.10
Figure 8.11
Figure 8.12
Figure 8.13
Figure 9.1
Figure 9.2
Figure 10.1
Figure 10.2
Figure 10.3
Figure 10.4
Figure 10.5
Figure 11.1
Figure 11.2
Figure 11.3
Figure 11.4
Figure 11.5
Figure 11.6
Figure 11.7
Figure 11.8
Figure 11.9
Figure 11.10
Figure 11.11
Figure 11.12
Figure 11.13
Figure 11.14
Figure 11.15
Figure 11.16
Figure 11.17
Figure 11.18
Figure 11.19
Figure 11.20
Figure 11.21
Figure 11.22
Figure 11.23
Figure 11.24
Figure 12.1
Figure 12.2
Figure 12.3
Figure 12.4
Figure 12.5
Figure 12.6
Figure 12.7
Figure 13.1
Figure 13.2
Figure 13.3

Porters value chain

Example value-chain activities for a manufacturing organisation
Elements of a value proposition
Business process model for Loan item process
Business process Loan item with alternative paths
Business process model with link from another process
An example of handoffs on the high-level process model
An example of a business process with a timeline
Requirements engineering process
Tacit to explicit knowledge
Contents of a requirement document
Types of requirements
Categories of requirements
Requirements catalogue example
Elements of requirements management
A use case diagram for a project control system
Use case diagram showing <<include>>
Use case diagram showing <<include>> and <<extend>>
Diagram showing one-to-many relationship
Diagram showing a one-to-one relationship
Diagram showing a fully mandatory one-to-many relationship
Diagram showing a fully optional one-to-many relationship
A mandatory parent entity with optional child entities
An optional parent entity with mandatory child entities
Diagram showing a many-to-many relationship
Diagram showing a resolved many-to-many relationship
Named relationship between entities
Exclusive relationships
An entity relationship diagram for a sales system
Alternative data modelling notation
Definition of the class Account
An association between two classes
An association with one-to-many multiplicity
An association with one-to-zero-to-one multiplicity
An association with one-to-one-to-many multiplicity
An association with one-to-one-to-20 multiplicity
An association with many-to-many multiplicity
An association class
A generalisation structure
Factors in deciding the delivery approach
Business change lifecycle
The waterfall lifecycle
The V model
Extended V model
Incremental lifecycle
Boehms spiral model
The business case in the project lifecycle
Process for developing options
Incremental options

133
134
134
137
138
138
140
145
152
160
169
171
172
180
181
187
188
189
191
192
193
193
194
194
195
195
196
196
197
198
200
201
201
201
202
202
203
203
204
207
209
210
211
211
213
213
224
225
226

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LIST OF FIGURES AND TABLES

Figure 13.4
Figure 13.5
Figure 13.6
Figure 13.7
Figure 13.8
Figure 13.9
Figure 14.1
Figure 14.2
Figure 14.3
Figure 14.4
Figure 14.5
Figure 14.6
Figure 14.7
Figure 14.8
Table 2.1
Table 5.1
Table 9.1
Table 9.2
Table 9.3
Table 13.1
Table 13.2
Table 14.1

Aspects of feasibility
Force-field analysis
Categories of costs and benefits
Gantt/bar chart for a proposed project
Benefits realisation approach
Example of a benefits map
The environment for change
Maslows hierarchy of needs
Emotions and the change process
Business change lifecycle
Strategy links the internal and external factors
Action learning approach
First cycle of an iterative change programme
(based on action learning)
Stages of concern (from the concerns-based adoption model)
SFIA and SFIAplus description of Business Analysis
skill levels 36
Example of a business needs log
Types of tacit and explicit knowledge
Techniques and knowledge types (after Maiden and Rugg 1996)
Example requirements list
Example of a payback calculation
Example of a net present value calculation
Reward system problems

227
228
231
236
240
241
246
249
250
251
252
261
262
263
29
97
159
160
162
237
238
264

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CONTRIBUTORS

Malcolm Eva (contributor) has worked in the field of IS systems development

as developer, systems analyst and business analyst for over 25 years. He has
experience in university and college education, and also of training in the public
and private sectors.
Craig Rollason (contributor) is a manager of business analysts at National
Grid, with a specific focus on investment planning and project start-up. He has
worked across the complete business analysis lifecycle in government, manufacturing and utilities. He is a Chartered Member of BCS.
Keith Hindle (contributor) has more than 30 years experience of consulting and
training in IS systems development and business analysis for organisations in
the public and private sectors. He is a Chartered Member of BCS.
James Cadle (co-editor/contributor) is a Chartered Member of BCS and a
specialist consultant in business analysis, systems analysis and project management with more than 30 years experience in the UK and overseas. He is a
Director of Assist Knowledge Development Ltd.
Debra Paul (co-editor/contributor) is Managing Director of Assist Knowledge
Development Ltd. and has worked for more than 25 years in the IT industry
delivering training and consultancy in her specialist fields of business analysis
and business change. She is a Chartered Fellow of BCS.
Dot Tudor (contributor) is the Technical Director of TCC Limited. She
specialises in project management, business analysis and agile approaches to
business change. She is a Chartered Fellow of BCS.
Donald Yeates (co-editor/contributor) is a Chartered Fellow of BCS and a
Visiting Executive Fellow at Henley Business School in the UK. He has worked in
the IT industry for most of his career and is now an Executive Coach.

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FOREWORD

Thoughts since the first edition

Since the first edition of this book was published, a lot has happened in the world
of business analysis much of it as a result of this book itself and the way it has
acted as a standard text for the business analysis discipline.
Business analysis is now accepted as a mature discipline whose importance
is seen alongside project management, solution development and service
management. Before this publication there had been no definitive text for
business analysis in the UK.
Business analysis has now held its first UK conference and has a stronger
position at the heart of business change, an active membership group and an
expanding examination and certification scheme via ISEB, which now has an
exemption agreement with the IIBA.
In addition, the original text has spawned another publication, Business Analysis
Techniques (72 Essential Tools for Success), which provides additional guidance
and practical tips on a range of the business analysis techniques introduced in
this volume.
It was difficult to see how the original text could have been bettered, but the
authors should be commended in that they have achieved this with the second
edition.
Paul Turner FBCS
March 2010

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ABBREVIATIONS

BA

Business Analyst

BAM

Business Activity Model

BAMM

Business Analysis Maturity Model

BBS

Balanced Business Scorecard

BCS

British Computer Society

BPMN

Business Process Modelling Notation

CATWOE

customer, actor, transformation, Weltanschauung (world view), owner,

environment

CBAP

Certied Business Analysis Professional

CEO

Chief Executive Ofcer

CI

conguration item

CMMI

Capability Maturity Model Integration

COTS

Commercial Off-the-Shelf (solution)

CSF

Critical Success Factor

DBMS

Database Management System

DCF

Discounted Cash Flow

DSDM

Dynamic Systems Development Method

ERP

Enterprise Resource Planning

FSA

Financial Services Authority

GMC

General Medical Council

HR

Human Resources

IET

Institution of Engineering and Technology

IIBA

International Institute of Business Analysts

IMIS

Institute for the Management of Information Systems

IRR

Internal Rate of Return

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ABBREVIATIONS

IS

Information Systems

ISEB

Information Systems Examinations Board

IT

Information Technology

itSMF

IT Service Management Forum

KPI

Key Performance Indicator

MoSCoW

must have, should have, could have, want to have but wont have
this time

MOST

mission, objectives, strategy and tactics (analysis)

(analysis)
NPV

Net Present Value

Ofcom

Ofce for Communications

Ofsted

Ofce for Standards in Education

PESTLE

political, economic, sociocultural, technological, legal and

(analysis)

environmental (analysis)

POST

Parliamentary Ofce of Science and Technology

RACI (chart)

responsible, accountable, consulted and informed (chart)

RASCI (chart)

responsible, accountable, supportive, consulted and informed (chart)

SBU

Strategic Business Unit

SDLC

Systems Development Lifecycle

SFIA

Skills Framework for the Information Age

SMART

specic, measurable, achievable, relevant and time-framed

SSADM

Structured Systems Analysis and Design Method

SSM

Soft Systems Methodology

STROBE

Structured Observation of the Business Environment

SWOT

strengths, weaknesses, opportunities and threats

UML

Unied Modelling Language

UP

Unied Process

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GLOSSARY

Action Learning This is a process through which participants study their own
actions and experiences in order to learn from them.
Activity Sampling This is an investigation technique carried out to
determine the amount of time individuals spend on different aspects of their
work. Activity sampling is a form of observation, and involves the collection of
data that may be used for statistical analysis.
Agile Agile methods are a family of processes for software development using
incremental and iterative approaches.
Actor This is a role that performs areas of work within a business system.
Actors are modelled on swimlane diagrams and use case diagrams. Actors are
usually user roles, and show the individual or group of individuals responsible for
carrying out the work. An actor may also be an IT system, and time may also be
an actor.
APM The Association for Project Management, with 17,000 individual members
and 500 corporate members, aims to develop and promote project management.
Apocryphal Tales These are usually stories used to illustrate a point,
although they are of doubtful authenticity. They may be an example of
conventional wisdom or of a belief that is widely accepted.
Atern DSDM Atern is the agile project management framework from the
DSDM consortium.
Balanced Business Scorecard A balanced business scorecard supports a
strategic management system by capturing both financial and non-financial
measures of performance. There are usually four quadrants: financial, customer,
process, and learning and growth. The balanced business scorecard was
developed by R. S. Kaplan and D. P. Norton.
Benefits Management A process that is concerned with the delivery of the
predicted business benefits defined in a business case. This process includes
managing projects such that they are able to deliver the predicted benefits, and,
after the project has been implemented, checking progress on the achievement
of these benefits and taking any actions required in order to enable their
delivery.
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GLOSSARY

Boston Box A technique used to analyse the market potential of the products and
services provided by an organisation. It was defined by the Boston Consulting Group.
British Computer Society See BCS Chartered Institute for IT.
Business Activity Model (BAM) A conceptual model that shows the set of
business activities that would be expected to be in place, given the business
perspective from which it has been developed. There are five typical types of
business activity represented on a business activity model: planning, enabling,
doing, monitoring and controlling activities. See BUSINESS PERSPECTIVE.
Business Actor Business actors are people who have an interest in a project,
either because they have commissioned it, they work within the business system
being studied or they will be the users of a proposed new IT system. See
STAKEHOLDER.
Business Analysis This is an internal consultancy role. It has the
responsibility for investigating business situations, identifying and evaluating
options for improving business systems, defining requirements and ensuring the
effective use of information systems in meeting the needs of the business.
Business Analysis Process Model A framework for business analysis
assignments that incorporates the strategic context and five sequential stages:
Investigate Situation, Consider Perspectives, Analyse Needs, Evaluate Options
and Define Requirements. The framework places standard modelling techniques
in context to help analysts determine the most appropriate technique for
individual business situations.
Business Architecture A framework for a business system that describes its
structure, processes, people, information and technology.
Business Case A business case is a document that describes the findings from a
business analysis study and presents a recommended course of action for senior
management to consider. A business case would normally include an introduction,
management summary, description of the current situation, options considered,
analysis of costs and benefits, impact assessment, risk assessment and
recommendations, plus appendices that provide detailed supporting information.
Business Environment See EXTERNAL BUSINESS ENVIRONMENT,
INTERNAL BUSINESS ENVIRONMENT.
Business Event A business event triggers the business system to do
something. Typically this is to initiate the business process that forms the
business system response to the event. In effect, a business event tells us when
a business activity should be triggered; it fires into life the process that carries
out the activity. There are three types of business event: external, internal and
time-based business events.
Business Option A key step in developing a business case is to identify
the options available to address the business problem or opportunity. A business
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GLOSSARY

option describes the scope and content of a proposed business solution and
states what it is intended to achieve in business terms. See TECHNICAL
OPTION.
Business Perspective A view of the business system held by a stakeholder.
The business perspective will be based upon the values and beliefs held by the
stakeholder. These values and beliefs will be encapsulated in a defined world
view. There may be several divergent business perspectives for any given
business situation. See CATWOE
Business Process A linked set of tasks performed by a business in response to
a business event. The business process receives, manipulates and transfers information or physical items, in order to produce an output of value to a customer.
See BUSINESS PROCESS MODEL.
Business Process Model A diagram showing the tasks that need to be
carried out in response to a business event, in order to achieve a specific goal.
See SWIMLANE DIAGRAM.
Business Requirements Elicitation The proactive investigation and
collection of requirements for a solution required in order to resolve a
business problem or enable a business opportunity. See REQUIREMENTS
ELICITATION
Business Rule Business rules define how business activities are to be
performed. It is important that these rules are considered when modelling the
processing to carry out the activity. There are two main types of business rule:
constraints that restrict how an activity is performed and operational guidance
rules, which describe the procedures for performing activities.
Business Sponsor A senior person in an organisation who is accountable for
delivering the benefits from a business change. The sponsor is also responsible for
providing resources to the project team.
Business Strategy A strategy describes the long-term direction set for an
organisation in order to achieve the organisational objectives.
Business System A set of business components working together in order
to achieve a defined purpose. The components of a system include people,
IT systems, processes and equipment. Each component may be a system in its
own right. See IT SYSTEM.
Business User An individual member of staff involved in a business change
project from the customer side of the equation. A business user may adopt a
number of business roles including business sponsor, domain expert and end user
of a solution.
Capability Maturity Model Integration (CMMI) A process improvement
approach used to help integrate traditionally separate functions, set process
improvement goals and priorities and provide guidance for quality processes.
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GLOSSARY

Catwoe A technique from the Soft Systems Methodology that provides a

framework for defining and analysing business perspectives. The mnemonic
stands for: C customer, A actor, T transformation, W Weltanschauung
(or world view), O owner, E environment. See BUSINESS PERSPECTIVE,
SOFT SYSTEMS METHODOLOGY.
CBAP CBAP stands for Certified Business Analysis Professional from the
International Institute of Business Analysis (IIBA). The IIBA publishes the
Business Analysis Body of Knowledge (BABOK).
Change Control A process whereby changes to requirements are handled in
a controlled fashion. The change control process defines the process steps to be
carried out when dealing with a proposed change. These steps include documenting the change, analysing the impact of the change, evaluating the impact of the
change in order to decide upon the course of action to take and deciding whether
or not to apply the change. The analysis and decisions should be documented in
order to provide an audit trail relating to the proposed change.
Class A class is a definition of the attributes and operations shared by a set of
objects within a business system. Each object is an instance of a particular class.
See OBJECT.
Class Model A technique from the Unified Modeling Language (UML). A class
model describes the classes in a system and their associations with each other.
Cloud Computing A general term for the delivery of hosted services over the
internet.
Competency (or Competence) A competency is a skill or quality that an
individual needs in order to perform his or her job effectively.
Computer-Aided Software Engineering (CASE) An automated tool that
provides facilities to support requirements engineering work. These facilities
will include the production and storage of documentation, management of crossreferences between documentation, restriction of access to documentation and
management of document versions. Sometimes known as COMPUTER-AIDED
REQUIREMENTS ENGINEERING.
Consensus Model The definitive, agreed BAM representing the activities
needed by a business, and created from the individual stakeholder BAMs.
CostBenefit Analysis A technique that involves identifying the initial
and ongoing costs and benefits associated with a business change initiative.
These costs and benefits are then categorised as tangible or intangible, and
a financial value is calculated for those that are tangible. The financial
values are analysed over a forward period in order to assess the potential
financial return to the organisation. This analysis may be carried out using
standard investment appraisal techniques. See PAYBACK PERIOD
(OR BREAK-EVEN ANALYSIS) and DISCOUNTED CASH FLOW/NET
PRESENT VALUE ANALYSIS.
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Critical Success Factors The areas in which an organisation must succeed

in order to achieve positive organisational performance.
Discounted Cash Flow An investment appraisal technique that takes
account of the time value of money. The annual net cash flow for each year
following the implementation of the change is reduced (discounted) in line with
the estimated reduction in the value of money. The discounted cash flows are
then added to produce a net present value. See NET PRESENT VALUE.
Document Analysis A technique whereby samples of documents are reviewed
in order to uncover information about an organisation, process, system or data
items.
DSDM Atern DSDM Atern is an iterative project delivery framework that
emphasises continuous user involvement and the importance of delivering the
right solution at the right time.
Entity Relationship Diagram A diagram produced using the entity
relationship modelling technique. The diagram provides a representation of
the data to be held in the IT system under investigation. See ENTITY
RELATIONSHIP MODELLING.
Entity Relationship Modelling A technique that is used to model the data
required to support an IT system. The technique models the data required to
describe the things the system wishes to hold data about these are known as
the entities and the relationships between those entities.
Ethnographic Study An ethnographic study is concerned with spending an
extended period of time in an organisation in order to obtain a detailed understanding of the culture and behaviours of the business area under investigation.
Explicit Knowledge The knowledge of procedures and data that is
foremost in the business users minds, and which they can easily articulate.
See TACIT KNOWLEDGE.
External Business Environment The business environment that is external
to an organisation and is the source of forces that may impact the organisation.
Types of forces may include the introduction of new laws, social trends or competitor actions. See PESTLE ANALYSIS, FIVE FORCES ANALYSIS.
Force Field Analysis A technique to consider those forces inside and outside
the organisation that will support adoption of a proposal and those that will
oppose it. This technique was developed by Kurt Lewin and may be used in
evaluating options for change and in change management.
Functional Requirement A requirement that is concerned with a
function that the system should provide, i.e. what the system needs to do.
Gap Analysis The comparison of two views of a business system, the
current or as is view and the desired or to be view. The aim of gap analysis is
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to determine where the current situation has problems or gaps that need to be
resolved. This leads to the identification of actions to improve the situation. The
business activity modelling technique may be used to provide an ideal view,
which can then be compared with a view of the current situation. An alternative
approach is to use the business process modelling technique, using as is and to
be process models.
Holistic Approach The consideration of all aspects of a business system: the
people, process and organisational areas, in addition to the information and
technology used to support the business system.
IMIS The Institute for the Management of Information Systems.
Impact Analysis The consideration of the impact a proposed change will have
on a business system and on the people working within it.
Information Systems Examinations Board The vocational qualification
division of BCS, offering examinations in over 200 countries.
Institution of Engineering and Technology One of the worlds leading
professional bodies for engineering and technology, with over 150,000 members
in over 120 countries.
Intangible Benefit A benefit to be realised by a business change project for
which a credible, usually monetary, value cannot be predicted. See TANGIBLE
BENEFIT.
Intangible Cost A cost incurred by a business change project for which a
credible, usually monetary, value cannot be predicted. See TANGIBLE COST.
Internal Business Environment The internal capability of the organisation
that affects its ability to respond to external environment forces. Techniques such
as MOST analysis or the resource audit may be used to analyse the capability
of the internal business environment. See MOST ANALYSIS and RESOURCE
AUDIT.
Internal Rate Of Return A calculation that assesses the return on
investment from a project, defined as a percentage rate. This percentage is the
discount rate at which the net present value is equal to zero, and it can be used
to compare projects to see which are the better investment opportunities. Alternatively, this rate may be used to compare all projects with the return that could be
earned if the amount invested was left in the bank.
Interview An investigation technique to elicit information from business users.
An agenda is prepared prior to the interview and distributed to participants. The
interview is carried out in an organised manner, and a report of it is produced once
it has been concluded.
ISEB See INFORMATION SYSTEMS EXAMINATION BOARD.

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IT System A set of automated components hosted on a computer that work

together in order to provide services to the system users. See BUSINESS
SYSTEM.
itSMF An internationally recognised forum for IT service management
professionals.
Key Performance Indicators These are defined performance targets or
measures that assess the performance of an organisation. Key performance indicators are often identified in order to assess the organisations performance in the
areas defined by the critical success factors. See CRITICAL SUCCESS FACTORS.
McKinsey 7-S A technique developed by the McKinsey consultancy
organisation. The 7-S model is used to consider key areas for the implementation
of business change.
MoSCoW An approach to prioritising requirements. MoSCoW stands for:
Must have: a key requirement, without which the system has no value.
Should have: an important requirement that must be delivered, but,
where time is short, could be delayed for a future delivery. This should be
a short-term delay.
Could have: a requirement that would be beneficial to include if it does not
cost too much or take too long to deliver, but that is not central to the project
objectives.
Want to have (but Wont have this time): a requirement that will be needed in
the future, but that is not required for this delivery.
Most Analysis An analysis of an organisations mission, objectives, strategy
and tactics to identify any inherent strengths or weaknesses, for example from
a lack of strategic direction or unclear objectives. See INTERNAL BUSINESS
ENVIRONMENT.
Net Present Value The amount an investment is worth once all of the net
annual cash flows in the years following the current one are adjusted to todays
value of money. The net present value is calculated using the discounted cash
flow approach to investment appraisal. See DISCOUNTED CASH FLOW.
Non-Functional Requirement A requirement that defines a constraint or
performance measure with which the system or the functional requirements
must comply.
Object An object is something within a business system for which a set of
attributes and functions can be specified. An object is an instance of a class.
See CLASS.
Payback Calculation An investment appraisal technique where a cash-flow
forecast for a project is produced using the current values of the incoming and
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outgoing cash flows, with no attempt to adjust them for the declining value of
money over time. See DISCOUNTED CASH FLOW.
Pestle A technique used to analyse the external business environment of an
organisation. The technique involves the analysis of the political, economic,
sociocultural, technological, legal and environmental forces that may impact
upon an organisation. See BUSINESS ENVIRONMENT.
Porters Five Forces A technique used to analyse the industry or business
domain within which an organisation operates.
Project Initiation Document (PID) A document that defines the business
context for a project and clarifies the objectives, scope, deliverables, timescale,
budget, authority and available resources.
Process See BUSINESS PROCESS.
Process Model See BUSINESS PROCESS MODEL.
Protocol Analysis A technique used to elicit, analyse and validate requirements.
Protocol analysis involves requesting the users to perform a task and to describe
each step as they perform it.
Prototyping A technique used to elicit, analyse and validate requirements.
Prototyping involves building simulations of a system in order to review them
with the users. This technique helps the business users to visualise the solution
and hence increases understanding about the system requirements.
Questionnaires A technique used to obtain quantitative information during
an investigation of a business situation. Questionnaires are useful to obtain a
limited amount of information from a large group of people.
Raci or Rasci Linear responsibility matrix charts that identify stakeholder
roles and responsibilities during an organisational change process.
Requirement A feature that the business users need the new system to
provide.
Requirements Catalogue An organised set of requirements where each
individual requirement is documented using a standard template. See
REQUIREMENT.
Requirements Elicitation Requirements elicitation is an approach to
understanding requirements that requires the analyst to be proactive in drawing
out the requirements from the business users and helping them to visualise the
possibilities and articulate their requirements.
Requirements Management Requirements management aims to ensure that
each requirement is tracked from inception to implementation (or withdrawal)
through all of the changes that have been applied to it.
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Resource Audit A technique to analyse the capability of an organisation. The

resource audit considers five areas of organisational resource: tangible resources
physical, financial and human and intangible resources know-how and reputation.
Rich Picture A pictorial technique offering a free-format approach that
allows analysts to document whatever is of interest or significance in the
business situation. This technique originated from the soft systems methodology.
See SOFT SYSTEMS METHODOLOGY.
Risk A problem situation that may arise with regard to a project or a business
situation. Potential risks are identified for each option in a business case. The
probability of the risk occurring and the likely impact of the risk are assessed,
and suitable countermeasures are identified. See BUSINESS CASE.
Risk Management The identification, assessment, monitoring and control of
significant risks during the development, design and implementation of IT
systems.
Root Definition A perspective of a business situation based upon an
individual world view that gives rise to a valid business system.
Scenarios A technique used to elicit, analyse and validate requirements.
A scenario will trace the course of a transaction from an initial business trigger
through each of the steps needed to achieve a successful outcome.
SFIA and SFIA plus The Skills Framework for the Information Age (SFIA)
and the extended version provided by BCS (SFIAplus). Standard frameworks for
the definition of skills and competencies in the information systems industry.
Six Sigma A business management approach developed by Motorola in the
early 1980s that aims to improve business processes by identifying and removing
the causes of errors.
Shadowing A technique used to find out what a particular job entails.
Shadowing involves following users as they carry out their jobs for a period
such as one or two days.
Six Thinking Hats A thinking tool developed by Edward de Bono for
individuals and for groups, to improve the thinking process.
Smart A mnemonic used to ensure that objectives are clearly defined, in that
they are specific, measurable, achievable, relevant and time-framed.
Soft Systems Methodology A methodology that provides an approach to
analysing business situations, devised by Peter Checkland and his team at
Lancaster University.
Special-Purpose Records A technique that involves the business users in
keeping a record about a specific issue or task. Typically the record is based on a
simple structure, for example a five-bar gate record.
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Stakeholder An individual, group of individuals or organisation with an

interest in a change. Categories of stakeholder include customers, employees,
managers, partners, regulators, owners, suppliers and contractors.
Stakeholder Analysis The analysis of the levels of power and interest of
stakeholders in order to assess the weight that should be attached to their issues.
This technique provides a means of categorising stakeholders in order to identify
the most appropriate stakeholder management approach.
Stakeholder Management The definition of the most appropriate means
to be adopted in order to engage with different categories of stakeholder. The
approach to stakeholders will vary depending on their level of interest in the
project and the amount of power or influence they wield to further or obstruct it.
Strategic Analysis The application of techniques in order to analyse the
pressures within an organisations external business environment and the level
of internal organisational capability to respond to these pressures.
Strategy The direction and scope of an organisation over the longer term.
The strategy is defined in order to achieve competitive advantage for the
organisation through its configuration of resources within a changing business
environment. The strategy also needs to fulfil the stakeholders expectations.
Strobe A technique that represents a formal checklist approach to observation,
where the analyst is investigating specific issues rather than observing generally.
STROBE stands for STRuctured Observation of the Business Environment and is
used to appraise a working environment.
Swimlane A row on a business process diagram or model that indicates who is
responsible for a given process or task. Typical swimlanes represent departments,
teams, individuals or IT systems.
Swimlane Diagram A technique used to model business processes. A swimlane diagram models the business system response to a business event. The
model shows the triggering event, the business actors, the tasks they carry out,
the flow between the tasks and the business outcome. See BUSINESS PROCESS
MODEL.
SWOT Analysis A technique used to summarise the external pressures facing
an organisation and the internal capability the organisation has available to
respond to those pressures. The mnemonic stands for strengths, weaknesses,
opportunities and threats. SWOT analysis is used during strategy analysis.
Tacit Knowledge Those aspects of business work that a user omits to
articulate or explain. This may be due to a failure to recognise that the
information is required or to the assumption that the information is already
known to the analyst. See EXPLICIT KNOWLEDGE.
Tangible Benefit A benefit to be realised by a business change project for which a
credible, usually monetary, value can be predicted. See INTANGIBLE BENEFIT.
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Tangible Cost A cost incurred by a business change project for which a

credible, usually monetary, value can be predicted. See INTANGIBLE COST.
Task On a business process model or swimlane diagram, a piece of work carried
out by a single actor at a specific moment in time.
Task Modelling The technique for developing a model that describes the
human activities and task sequences required by a business system. The task
model elaborates the tasks identified by mapping business processes on to specific
individuals or workgroups.
Technical Option A technical option describes how the business solution may
be implemented using information technology.
Unified Modeling Language The Unified Modeling Language (UML) is a
suite of diagrammatic techniques that are used to model business and IT systems.
Use Case A use case is something that an actor wants the IT system to do;
it is a case of use of the system by a specific actor and describes the interaction
between an actor and the system.
Use Case Description A use case description defines the interaction between
an actor and a use case.
Use Case Model A technique from the UML. A use case model consists of a
diagram showing the actors, the boundary of the system, the use cases and the
associations between them, plus a set of use case descriptions.
Value Chain A concept developed by Michael Porter to identify the primary
and support activities deployed within organisations to deliver value to
customers.
Value Proposition A clear statement of the value that a product or service
delivers, or is perceived to deliver, to an organisations customers.
Workshop An investigation technique whereby a meeting is held with
business actors from a range of business areas in order to elicit, analyse or
validate information. An agenda is prepared prior to the workshop and
distributed to participants. The workshop is run by a facilitator; actions and
decisions are recorded by a scribe.

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PREFACE

Business Analysis has taken great strides forward since the first edition of this
book was published in 2006. This new edition reflects this progress and
incorporates much new material.
The main audience for this book is still practising Business Analysts at all levels.
It offers them a wide-ranging source of practical guidance on how to approach
business analysis and how to use key techniques. It will therefore appeal to
people wanting to improve their understanding of business analysis. The book
also supports everyone wanting to achieve industry qualifications in business
analysis especially those studying for ISEB qualifications in Business Analysis.
In addition, the book will be useful for business analysis and information systems
students at university, and for managers in other Information Systems disciplines
who need to understand business analysis.
The book includes material drawn from research discussions and conversations
with practitioners in business analysis in the UK, Australia, the USA and
Canada. Some important additions since the first edition include:
The introduction of new analysis techniques now more widely used such as
Ishikawa diagrams and spaghetti maps.
An expanded explanation of requirements engineering now taking up four
chapters.
More on the process and techniques of investigating business needs.
A more detailed treatment of benefits realisation including the use of benefits
realisation maps.
Throughout the business world public, private and not for profit organisations
face immense challenges. Business Analysts must respond by developing practical, creative and financially sound solutions. We are reminded about the financial
implications of the solutions proposed by business analysts by the question posed
by a manager from a large car manufacturer, whose response to a business case
proposal was to ask how many more cars do we need to sell to pay for this?
Business managers and senior business analysts will be comforted to know that
producing the business case is still an important part of this book.

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On a personal level wed like to welcome James Cadle to the editorial team and
thank him for his efforts in producing this edition. Also thanks must go to Alan
Paul husband of Debbie for reviewing much of the book and improving it.
Thanks also to Charlotte Parke for interpreting Debbies jottings and creating an
excellent rich picture.
BCS publications team members Matthew Flynn, Karen Greening and Sarah
Woodall made it all come together in the end and their detailed examination of
what had been written has, we hope, saved us from embarrassing ourselves too
much. Also, we thank the BCS legal team for their work in protecting copyright.
Debra Paul, Sonning Common, England
Donald Yeates, Fetcham, England

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Debra Paul

INTRODUCTION
This is a book about business analysis, a relatively new discipline that promises
to offer great benefit to organisations by ensuring that business needs are
aligned with implemented business change solutions. Many of those solutions
will involve new or enhanced information systems, but others may have a
broader scope incorporating changes to areas such as business processes and job
roles. The reason for producing this book is to provide guidance about business
analysis that reflects the breadth of the role and the range of techniques used.
While most organisations use the term business analysis and employ business
analysts, there continues to be a lack of clarity about what this really means
and this often creates more questions than answers. What do business analysts
do? What skills do they require? How do they add value to organisations? Also,
in the absence of a standard definition of business analysis and a standard
business analysis process model, problems have arisen:
Organisations have introduced business analysis so as to make sure that
business needs are paramount when new information technology (IT) systems
are introduced. However, recognising the importance of this in principle is
easier than considering how it might be achieved.
Some business analysts were experienced IT systems analysts and have
been less comfortable considering the business requirements and the range
of potential solutions that would meet those requirements.
Many business analysts come from a business background and have a limited
understanding of IT and how computer systems are developed. While knowledge of the business is invaluable for business analysts, problems can occur
where IT forms part of the solution and the analyst has insufficient understanding of IT. This can cause communication difficulties with the developers,
and may result in failure to ensure that there is an integrated view of the
business and the computer system.
Some business analysts, as they have gained in experience and knowledge, have
felt that they could offer beneficial advice to their organisations but a lack of
understanding of their role has caused organisations to reject or ignore this advice.
This chapter examines the business analysis discipline and considers how we
might define the business analyst role. In Chapter 4 we describe a process
model for business analysis, where we provide an overview of two aspects:
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how business analysis is undertaken and the key techniques to be used at each
stage. Much of this book provides guidance on how the various stages in this
process model may be carried out. Business analysis work is well defined where
there are standard techniques that have been used in projects for many years.
In fact, many of these techniques have been in use for far longer than the
business analyst role has been in existence. In this book we describe numerous
techniques that we feel should be within any business analysts toolkit, and
place them within the overall process model. Our aim is to help business
analysts carry out their work, to improve the quality of business analysis
within organisations and, as a result, to help organisations to adopt business
improvements that will ensure their success.
THE ORIGINS OF BUSINESS ANALYSIS
Developments in IT have enabled organisations to create information systems
that have improved business operations and management decision-making.
In the past this has been the focus of IT departments. However, as business
operations have changed, the emphasis has moved on to the development of new
services and products. The question we need to ask now is What can IT do to
exploit business opportunities and enhance the portfolio of products and services?
Technology has enabled new business models to be implemented through more
flexible communication mechanisms that enable organisations to reach out to
the customer, connect their systems with those of their suppliers and support
global operation. The use of IT has also created opportunities for organisations
to focus on their core processes and competencies without the distraction of the
peripheral areas of business. These days, the absence of good information
systems would prevent an organisation from developing significant competitive
advantage. Yet for many years there has been a growing dissatisfaction in
businesses with the support provided by IT. This has been accompanied by
recognition by senior management that IT investment often fails to deliver the
required business benefit. In short, the technology enables the development of
information systems, but these often fail to meet the requirements of the
business and deliver the service that will bring competitive advantage to the
organisation. This situation applies to all sectors, including the public sector.
In July 2003 the Parliamentary Office of Science and Technology (POST) (2003)
report on Government IT projects listed six UK government departments and
agencies where there had been recent high-profile IT difficulties. The chairman
of the Public Accounts Committee commented on one of the worst IT projects
I have ever seen. The perception that, all too frequently, information systems
do not deliver the predicted benefits continues to be well founded.
THE DEVELOPMENT OF BUSINESS ANALYSIS
The impact of outsourcing
In a drive to reduce costs, and sometimes in recognition of a lack of IT expertise at
senior management level, many organisations have outsourced their IT services
rather than employ their own internal IT staff. They have transferred much of their
IT work to specialist service providers. This approach has been based upon the belief
that specialist providers, often working in countries where costs are lower than
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in the UK, will be able to deliver higher quality at lower cost. So, in organisations
that have outsourced their IT functions, the IT systems are designed and
constructed using staff employed by an external supplier. This undoubtedly has
advantages both for the organisation purchasing the services and for the specialist
supplier. The latter gains an additional customer and the opportunity to increase
turnover and make profit from the contractual arrangement; the customer organisation is no longer concerned with all staffing, infrastructure and support issues and
instead pays a specialist provider for delivery of the required service. In theory this
approach has much to recommend it, but, as is usually the case, the flaws begin to
emerge once the arrangement has been implemented, particularly in the areas of
supplier management and communication of requirements. The issues relating to
supplier management are not the subject of this book, and would require a book in
their own right. However, we are concerned with the issue of communication
between the business and the outsourced development team. The communication
and clarification of requirements is key to ensuring the success of any IT system
development, but an outsourcing arrangement often complicates the communication
process, particularly where there is geographical distance between the developers
and the business. We need to ask ourselves How well do the business and technical
groups understand each other? and Is the communication sufficiently frequent
and open? Communication failures will usually result in the delivered IT systems
failing to provide the required level of support for the business.
Investigation of the outsourcing business model has identified that, in order to
make such arrangements work, new roles are required within the organisation.
A study by Feeny and Willcocks (1998) listed a number of key skills required
within organisations that have outsourced IT. This report specifically identified
business systems thinking, a core element of the business analyst role, as a key
skill that needs to be retained within organisations operating an outsourcing
arrangement. The outsourcing business model has undoubtedly been a catalyst
for the development of the business analysis function as more and more
organisations recognise the importance of business representation during the
development and implementation of IT systems.
Competitive advantage of using IT
A parallel development that has helped to increase the profile of business
analysis and define the business analyst role has been the growing recognition
that three factors need to be present in order for IT systems to deliver competitive
advantage. First, the needs of the business must drive the development of the
IT systems; second, the implementation of an IT system must be accompanied by
the necessary business changes; and third, the requirements for IT systems must
be defined with rigour and accuracy. The traditional systems analyst role
operated primarily in the last area, but todays business challenges require all
three areas to be addressed.
Successful business change
During the last few years organisations have broadened their view from IT
projects to business change programmes. Within these programmes, there has
been recognition of the need for roles and skill sets that will enable the successful
delivery of business change initiatives. The roles of the programme manager and
change manager have been well defined, with a clear statement of their scope and
focus within the business change lifecycle. Figure 1.1 shows a typical lifecycle.
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Figure 1.1 Business change lifecycle

Business
environment
Business
strategy

Enterprise
architecture
Alignment

Realisation
Definition

Business
case

Implementation
Design

The early part of the business change lifecycle is concerned with the analysis of
the organisation and its business needs and requirements, in order to determine
new ways of working that will improve the organisations efficiency and effectiveness. Later business change activities are concerned with change design and
development, business acceptance testing and, after implementation, benefits
review and realisation. Clearly, extensive analysis is required here and the
nature of this work falls within the remit of business analysis. However, in many
organisations a coherent approach to business change, which includes business
analysts in the business change lifecycle, is still awaited.
The importance of the business analyst
The delivery of predicted business benefits, promised from the implementation
of IT, has proved to be extremely difficult, with the outsourcing of IT services
serving to add complication to already complex situations. The potential exists for
organisations to implement information systems that yield competitive advantage,
and yet this often appears to be just out of reach. Organisations also want help in
finding potential solutions to business issues and opportunities, sometimes where
IT may not prove to be the answer, but it has become apparent that this requires a
new set of skills to support business managers in achieving it. These factors have
led directly to the development of the business analyst role. Having identified the
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business analyst role, we now need to recognise the potential this can offer,
particularly in a global economic environment where budgets are limited and
waste of financial resources is unacceptable. The importance of delivering the
business benefits predicted for business change initiatives has becoming
increasingly necessary to the survival of organisations.
The use of consultants
Many organisations use external consultants to provide expert advice throughout
the business change lifecycle. The reasons are clear: they can be employed to deal
with a specific issue on an as-needed basis, and they bring a broader business
perspective and thus can provide a dispassionate, objective view of the company.
On the other hand, the use of external consultants is often criticised, particularly
in public-sector organisations, because of the lack of accountability and the
absence of any transfer of skills from the external consultants to internal staff.
Cost is also a key issue. Consultancy firms often charge daily fee rates that are
considerably higher than the employment cost for an internal analyst and, whilst
the firms may provide consultants who have a broad range of expertise, this is
not always guaranteed. The experiences gained from using external consultants
have also played a part in the development of the internal business analysis role.
Many business analysts have argued that they can provide the same services as
external consultants and can, in effect, operate as internal consultants. Reasons
for using internal business analysts as consultants, apart from lower costs,
include speed (internal consultants do not have to spend time learning about the
organisation) and the retention of knowledge within the organisation. These
factors have been recognised as particularly important for projects where the
objectives concern the achievement of business benefit through the use of IT,
and where IT is a prime enabler of business change. As a result, although
external consultants are used for many business purposes, the majority of
business analysts are employed by their organisations. These analysts may lack
an external viewpoint but they are knowledgeable about the business domain
and, crucially, will have to live with the impact of the actions they recommend.
Consequently, there have been increasing numbers of business analysts working
as internal consultants over the last decade.
THE SCOPE OF BUSINESS ANALYSIS WORK
A major issue for business analysts, based on feedback from a wide range of
organisations, is the definition of the business analyst role. Discussions with
several hundred business analysts across a range of business forums have
highlighted that business analysis job descriptions are unclear and do not
always describe their responsibilities accurately. A quick survey of the job
advertisements for business analysts also reflects a range of possibilities. For
example, in some cases the job description of a business analyst seems, on close
inspection, to be similar to that of an analyst/programmer, e.g. Candidates
must have experience of SQL. In other organisations the business analysts are
required to work with senior stakeholders and need to have detailed business
domain knowledge. Even though the role of the business analyst emerged
almost 20 years ago, a formal definition of the role is still debated hotly
whenever there is a group of business analysts.
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The range of analysis activities

One way in which we can consider the business analyst role is to examine the
possible range of analysis activities. Figure 1.2 shows three areas that we might
consider to be within the province of the business analyst. Consultants, both
internal and external, who specialise in strategic analysis often have to get
involved in business process redesign to make a reality of their strategies, and
good systems analysts have always needed to understand the overall business
context of the systems they are developing. However, it is useful to examine them
separately in order to consider their relevance to the business analyst role.

Figure 1.2 Potential range of the business analyst role

Strategic analysis and definition

Business analysis

IT systems analysis

Strategic analysis and definition

Strategic analysis and definition is typically the work of senior management, often
supported by strategy consultants. Some business analysts, albeit a minority, may
be required to undertake strategic analysis and identify business transformation
actions, but most will probably have a role to play in supporting this activity.
In the main, we believe that strategic analysis is mostly outside the remit of
business analysis. We would, however, expect business analysts to have access to
information about their organisations business strategy and be able to understand
it, as their work will need to support the achievement of this strategy. Given that
business analysts often have to recommend process and IT system solutions,
it could be argued that they define the tactics that will deliver the business
objectives and strategy. Hence, it is vital that they are able to work within the
strategic business context. It may also be the case that some business analyst roles
will require strategic-level thinking. The use of IT to enable business improvements and the opportunities presented by technology will need to be considered
during any strategy analysis. The business analysts are the specialist team within
organisations that should be able to advise on the use of technology to drive
business change. Given these issues, we feel that although strategic analysis work
is not core to business analysis, business analysts will need a good understanding
of strategy development processes. Chapter 3 explores a range of strategic analysis
techniques and provides an overview of the strategic planning process.
IT systems analysis
At the other end of our model, there is the IT discipline called systems analysis.
The systems analyst role has been in existence for over 40 years and can be
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defined clearly. Systems analysts are responsible for analysing and specifying
the IT system requirements in sufficient detail to provide a basis for the evaluation of software packages or the development of a bespoke IT system. Typically,
systems analysis work involves the use of techniques such as data modelling and
process or function modelling. This work is very specific to describing the
computer system requirements, and so the products of systems analysis define
exactly what data the computer system will record, what processing will be
applied to that data and how the user interface will operate.
Some organisations consider this work to be of such a technical nature that they
perceive it to be completely outside the province of the business analyst. They
have decided that modelling process and data requirements for the IT system is
not part of the role of the business analyst, and have separated the business
analysis and IT teams into different departments. The expectation here is that
the IT department will carry out the detailed IT systems modelling and specification. The job role systems analyst tends to be used rarely these days, and the
detailed specification of the requirements is often undertaken by systems
designers or developers.
However, in some organisations the term IT business analyst has been adopted
to identify a business analyst working in the area traditionally known as systems
analysis. The essential difference here is that a business analyst is responsible for
considering a range of business options to address a particular problem or opportunity; on the other hand an IT business analyst, or systems analyst, works
within a defined scope and considers options for the IT solution.
In some organisations there is little divide between the business analysts and the
IT team. In these cases the business analysts work closely with the IT developers
and include the specification of IT system requirements as a key part of their role.
In order to do this, the business analysts need a more detailed understanding of
IT systems and how they operate, and need to be apply to use the approaches and
modelling techniques that fell historically within the remit of the system analyst
job role.
Business analysis
If the two analysis disciplines described above define the limits of analysis work,
the gap in the middle is straddled by business analysis. Hence Figure 1.2
highlights the possible extent of business analysis work. Business analysts will
usually be required to investigate a business system where improvements are
required, but the range and focus of those improvements can vary considerably.
It may be that the analysts are asked to resolve a localised business issue. They
would need to recommend actions that would overcome a problem or achieve business benefits. However, it is more likely that the study is broader than this and
requires investigation into several issues, or perhaps ideas, regarding increased
efficiency or effectiveness. This work would necessitate extensive and detailed
analysis. The analysts would need to make recommendations for business changes
and these would need to be supported by a rigorous business case.
Another possibility is that the business analyst is asked to focus specifically on
enhancing or replacing an existing IT system in line with business requirements.
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In this case the analyst would deliver a requirements document defining what
the business requires the IT system to provide.
Whichever situation applies, the study usually begins with the analyst gaining
an understanding of the business situation in hand. A problem may have been
defined in very specific terms, and a possible solution identified, but in practice
it is rare that this turns out to be the entire problem and it is even rarer that any
proposed solution addresses all of the issues. More commonly, there may be a
more general set of problems that require a broad focus to the study. For any
changes to succeed, the business analyst needs to consider all aspects, for
example the processes, IT systems and resources that will be needed in order to
improve the situation successfully. In such cases, techniques such as stakeholder
analysis, business process modelling and requirements engineering may all be
required in order to identify the actions necessary to improve the business
system. These three topics are the subjects of later chapters in this book.
Realising business benefits
Analysing business situations and identifying areas for business improvement
is only one part of the process. The analyst may also be required to develop a
business case in order to justify the required level of investment and ensure any
risks are considered. One of the key elements of the business case will be the
identification and, where relevant, the quantification of the business benefits.
Organisations are placing increased emphasis upon ensuring that there is a
rigorous business case to justify the expenditure on business improvement projects. However, defining the business case is only part of the picture; the delivery
or realisation of these business benefits once the solution has been delivered is
also gaining increasing focus. This is largely because there has been a long
history of failure to assess whether or not the business benefits have been
realised. The business analyst will not be the only person involved in this work,
but supporting the organisation in assessing whether predicted business benefits
have been delivered is a key element of the role.
Taking a holistic approach
There appears to be universal agreement that business analysis requires the
application of an holistic approach. Although the business analyst performs a key
role in supporting management to exploit IT in order to obtain business benefit,
this has to be within the context of the entire business system. Hence, all aspects of
the operational business system need to be analysed if all of the opportunities for
business improvement are to be uncovered. Figure 1.3 represents the four views
that it is useful to consider when identifying areas for improving a business system.
This model shows us that business analysts need to consider these four aspects
when analysing a business system. For each area, we might consider the following:
The processes: are they well defined and communicated? Is there good
IT support, or are several workarounds in existence? Does the process
require documents to be passed around the organisation unnecessarily?
The people: do they have the required skills for the job? How motivated
are they? Do they understand the business objectives that they need to
support?
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The organisational context: is there a supportive management

approach? Are jobs and responsibilities well defined? Is there effective
cross-functional working?
The technology: do the systems support the business as required? Do they
provide the information needed to run the organisation?

Figure 1.3 The four views of a business system

Organisation

Technology
People

Processes

We need to examine and understand these four areas if the business system is to
be effective. It is often the case that the focus of a business analysis or business
change study is on the processes and the IT support. However, even if we have
the most efficient processes with high standards of IT support, the system will
have problems if the staff members do not have the right skills to carry out their
work or the organisation structure is unclear.
It is vital that the business analyst is aware of the broader aspects relating to
business situations such as the culture of the organisation and its impact on the
people and the working practices. The adoption of an holistic approach will help
ensure that these aspects are included in the analysis of the situation.
Business analysis places an emphasis on improving the operation of the entire
business system. This means that, although technology is viewed as a factor that
could enable improvements to the business operations, there are other possibilities. The focus on business improvement rather than on the use of automation per
se results in recommendations that typically, but not necessarily, include the use of
IT. There may be situations where a short-term non-IT solution is both helpful and
cost-effective. For example, a problem may be overcome by developing internal
standards or training members of staff. These solutions may be superseded later
by longer-term, possibly more costly, solutions but the focus on the business has
ensured that the immediate needs have been met. Once urgent issues have been
handled, the longer-term solutions can be considered more thoroughly. It is
important that our focus as business analysts is on identifying opportunities for
improvement with regard to the needs of the particular situation. If we do this, we
can recommend changes that will help deliver real business improvements.
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Supporting business change

It is often observed that even when the business analysts have defined excellent
solutions that have been well designed and developed, business improvement
initiatives can fail during implementation. The business analyst may be required
to support the implementation of the business changes, and Figure 1.3 offers an
effective structure for identifying the range of areas to be considered. One aspect
may be the business acceptance testing a vital element if business changes are
to be implemented smoothly. The business analysts involvement in business
acceptance testing can include work such as developing test scenarios and
working with users as they apply the scenarios to their new processes and
systems. The implementation of business change may require extensive support
from business analysts, including tasks such as:
writing procedure manuals and user guides;
training business staff in the use of new processes and IT systems;
defining job roles and writing job role descriptions;
providing ongoing support as the business staff begin to adopt the new,
unfamiliar approaches.
Chapter 14 explores further the implementation of business change and the key
elements to be considered.
THE ROLE AND RESPONSIBILITIES OF A BUSINESS ANALYST
So where does this leave us in defining the role and responsibilities of a business
analyst? Although there are different role definitions, depending upon the
organisation, there does seem to be an area of common ground where most
business analysts work. The responsibilities appear to be:
To investigate business systems, taking an holistic view of the situation.
This may include examining elements of the organisation structures and
staff development issues as well as current processes and IT systems.
To evaluate actions to improve the operation of a business system. Again,
this may require an examination of organisational structure and staff
development needs, to ensure that they are in line with any proposed
process redesign and IT system development.
To document the business requirements for the IT system support using
appropriate documentation standards.
In line with this, we believe the core business analyst role should be defined as:
An internal consultancy role that has the responsibility for investigating business
situations, identifying and evaluating options for improving business systems,
defining requirements and ensuring the effective use of information systems in
meeting the needs of the business.
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However, this definition is expanded by considering the guiding principles that

underpin business analysis. These principles explain why business analysis is so
important for organisations in todays business world and impose responsibilities
that business analysts must recognise and accept.
The guiding principles for business analysis are:
Root causes, not symptoms: to distinguish between the symptoms of
business problems and their root causes, and to investigate and address the
root causes.
Business improvement, not IT change: to recognise that IT systems
should enable business opportunity, to analyse opportunities for business
improvement and to enable business agility.
Options, not solutions: to challenge predetermined solutions, and identify
and evaluate options for meeting business needs.
Feasible, contributing requirements, not all requests: to be aware of
financial and timescale constraints, to identify requirements that are not
feasible and do not contribute to business objectives, and to evaluate stated
requirements against business needs and constraints.
The entire business change lifecycle, not just requirements definition:
to analyse business situations and support the effective development, testing,
deployment and post- implementation review of solutions.
Negotiation, not avoidance: to recognise conflicting stakeholder views and
requirements, and negotiate conflicts between stakeholders.
Business agility, not business perfection: to enable organisations to be
responsive to external pressures and to recognise the importance of timely,
relevant solutions.
Further to the definition and guiding principles, in some organisations there are
business analysis roles that apply to the strategic analysis or systems analysis
activities described above. This is typically where business analysts are in a more
senior role or choose to specialise. These aspects are:
Strategy implementation: here, the business analysts work closely with
senior management to help define the most effective business system to
implement elements of the business strategy.
Business case production: more senior business analysts usually do this,
typically with assistance from finance specialists.
Benefits realisation: the business analysts carry out post-implementation
reviews, examine the benefits defined in the business case and evaluate
whether or not the benefits have been achieved. Actions to achieve the
business benefits are also identified and sometimes carried out by the
business analysts.
Specification of IT requirements, typically using standard modelling
techniques such as data modelling or use case modelling.

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THE BUSINESS ANALYSIS MATURITY MODEL

As the business analysis function has developed within organisations,
a progression has emerged reflecting this development process. The business
analysis maturity model (BAMM) shown in Figure 1.4 was developed by Assist
Knowledge Development Ltd., in conjunction with Matchett Ltd., to represent
the development and maturity of business analysis.

Figure 1.4 The business analysis maturity model

SCOPE

BUSINESS
IMPROVEMENT
PROCESS
IMPROVEMENT
SYSTEM
IMPROVEMENT

AUTHORITY

This model reflects discussions with hundreds of business analysts (BAs)

working for numerous organisations across the UK and in Australia. These
BAs have come from different backgrounds some from IT, and many from
business areas and have brought different skills and knowledge to their
business analysis teams. The model uses two axes: the scope of the work
allocated to the BA and the BAs authority level. The scope may be very
specific, where an initial study has identified the required course of action
and the analyst now needs to explore and define the solution in greater detail.
Alternatively, the scope may only have been defined at an overview level, with
the BA having to carry out detailed investigation to uncover the issues before
the options can be explored. The authority of the BA can also vary considerably, ranging from a very limited level to the ability to influence and guide at
senior management level.
The business analysis maturity model shows three levels of maturity found
when business analysis is developing. The first of these is where the business
analysis work is concerned with defining the requirements for an IT system
improvement. At this level, the scope is likely to be well defined and the level
of authority to be limited to the project on which the business analyst works.
The next level is where the business analysis work has moved beyond a
specific area or project, so that the analysts work cross functionally on the business processes that give rise to the requirements. The third level is where the
scope and authority of the analysts are at their greatest. Here, the business
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analysis work is concerned with improving the business and working with
senior management to do this.
These levels of maturity apply to three perspectives on business analysis: the
individual analysts, the business analysis teams within an organisation, and the
business analysis profession as a whole. At each level, the application of techniques and skills, the use of standards and the evaluation of the work through
measures can vary considerably. One of the points often raised about the BAMM
is its link to the capability maturity model integration (CMMI) represented in
Figure 1.5. The CMMI was developed by the Software Engineering Institute
(SEI) at Carnegie Mellon University and is an approach used for process
improvement in organisations. If we consider the BAMM in the light of the
CMMI, we can see that the five levels of the CMMI apply at each level of it.

Figure 1.5 The capability maturity model integration

Optimizing

Continuously
improving
process

Performance
Qualitatively
managed
Managed
process

Defined

Managed

Initial

Standard
consistent
process

Planned
process

Ad hoc
process

An organisation working to develop its business analysis function may begin by

aiming the BAs at requirements definition work. In doing this, the BAs may
initially have to develop their own process and standards. Therefore they would
be at the System Improvement level of the BAMM and the Initial level of the
CMMI. By contrast, an organisation that has employed business analysts for
some time may have analysts that can work at all three levels of the BAMM. The
analysts working at the Business Improvement level may have a defined process,
standards and measures that are managed for each assignment. These BAs are
working at the Managed level of the CMMI.
The business analysis profession could also be examined in the light of the
BAMM and the CMMI. A panel discussion at the 2009 Business Analysis
Conference, organised by the International Institute of Business Analysis,
considered whether or not Business Analysis should be deemed to be a profession.
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The discussion looked at various aspects of what makes a profession. The factors
identified were:
Qualifications: that determine the standard of skills and abilities of the
individual professional and that are recognised by employing organisations.
Standards: techniques and documentation standards that are applied in
order to carry out the work of the profession.
Continuing professional development: a requirement for the continuing
development of skills and knowledge in order to retain the professional
status.
Code of conduct: a definition of the personal behaviours and standards
required from a member of the profession.
Professional body: a body with responsibility for defining technical standards
and the code of conduct, promoting the profession and carrying out disciplinary
action where necessary. This might require the removal of members where they
do not reach the standard required by the code of conduct.
The conference considered the issue of professionalism, and the consensus was
that, while business analysis had certainly increased in professionalism, there was
still some way to go before it could be called a profession. While the Information
Systems Examinations Board (ISEB) Diploma in Business Analysis has become a
widely accepted qualification, it is still possible to practise as a business analyst
without qualifications, although this is increasingly rare. There are some recognised business analysis standards and techniques, and some benchmarks, such
as this book, have appeared in the last few years. Continuing professional
development is not a requirement for the majority of business analysts. Many
business analysts are members of BCS the Chartered Institute for IT and this
professional body has a defined code of conduct for its members and provides
standards and promotion for the profession. Gradually the picture is becoming
clear, and a business analysis profession is developing.
THE FUTURE OF BUSINESS ANALYSIS
Business analysis has developed into a specialist discipline that can really offer
value to organisations. The place of business analysis within the business change
lifecycle is critical if organisations are to benefit from those changes. Business
analysis offers an opportunity for organisations to ensure that technology is
deployed effectively to support their work, and also to identify relevant options
for business change that take account of budgetary and timescale pressures.
Business analysts can also offer objective views that can challenge the received
wisdom and identify where real business benefits can accrue. Over the last
few years, business analysts have continued to develop their skills such that
the breadth of work they can engage in has become extensive. As internal
consultants, experienced business analysts are not just able to bridge IT and the
business; they can also improve areas where success has traditionally been a
struggle, such as the achievement of predicted business benefits. Further, where
outsourcing initiatives operate across departmental boundaries and sometimes
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have impacts upon the entire organisation, the work carried out by business
analysts is vital if the new partly in-house, partly outsourced processes and
technology are going to deliver effectively. The challenge for the analysts is to
ensure that they develop the extensive toolkit of skills, both behavioural and
technical, that will enable them to engage with the problems and issues facing
their organisations, and assist in their resolution. The challenge for organisations
is to support the analysts in their personal development, ensure they have the
authority to carry out business analysis to the extent required by the situations
they face, and listen to their advice. This book has been developed primarily
for the business analysis community but also to help professionals face the
challenges of todays business environment; we hope all business managers, staff
and analysts will find it useful.
REFERENCES
Feeny, D. and Willcocks, L. (1998) Core IS Capabilities for exploiting information
technology. Sloan Management Review, 39, 921.
Parliamentary Office of Science and Technology (POST) (2003) Report on
Government IT projects.
FURTHER READING
Cadle, J., Paul, D. and Turner, P. (2010) Business Analysis Techniques. BCS,
Swindon.
Harmon, P. (2007) Business Process Change, 2nd edn. Morgan Kaufmann,
Boston, MA.
Johnson, G., Scholes, K. and Whittington, R. (2008) Exploring Corporate Strategy,
8th edn. FT Prentice Hall, Harlow.
Porter, M.E. (1980) Competitive Strategy: Techniques for Analysing Industries
and Competitors, Free Press, New York.
Senge, P.M. (2006) The Fifth Discipline: The Art and Practice of the Learning
Organization, revised edn. Broadway Business, New York.
Skidmore, S. and Eva, M. (2004) Introducing Systems Development. Palgrave
Macmillan, Basingstoke.
Yeates, D. and Wakefield, T. (2004) Systems Analysis and Design. FT Prentice
Hall, Harlow.
USEFUL WEBSITES
International Institute of Business Analysis IIBA BA Body of Knowledge
at www.theiiba.org
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INDEX

action learning xvi, 261262

activity sampling xvi, 9091
Agile Alliance
software development xvi,
216217
Alexander, I 149
application/system architecture 254
Assist Knowledge Development Ltd
12
Atern xvi, 216
Balanced Business Scorecard (BBS)
xvi, 5253, 253
BAM see business activity models
BAMM see business analysis
maturity model
BCS see British Computer Society;
Chartered Institute for IT
Beer, Stafford 113
behavioural skills
competency of business analyst
1720
benefits management xvixvii,
240243
benefits map 241
benefits realisation 240243,
264267
business analyst role 8, 11
report 242243
Boehm, Barry 214
Boston Box xvii, 48
Boston Consulting Group matrix see
Boston Box
BPMN (Business Process Modelling
Notation) 136
brainstorming 82
British Computer Society (BCS)
ISEB qualifications 14, 3132
SFIAplus skills framework 27,
2931
see also Chartered Institute
for IT
business activity models (BAM)
xvii, 6062, 117125
business events 122123
business rules 123
checklist 124
consensus model 121122
creation 119121
critical success factors (CSFs)
124
key performance indicators (KPIs)
124

notation 119
use in gap analysis 124125
business analysis
the future 1415
holistic approach 89
meaning xvii, 12
process model 5569
profession 1314, 2632
SFIA and SFIAplus skills
frameworks 2831
business analysis maturity model
(BAMM) 1214
business analysis techniques 2325
needs analysis 6264
stakeholder analysis 24, 6062,
102103
see also investigation techniques
business analyst
as internal consultant 5, 10
behavioural skills 1720
competencies 1633
definition of role 511
development of the role 25
qualifications 14, 2632
role and responsibilities 1011
self-study 27
training 27
work experience 27
business architecture xvii, 254
business case
appendices 236
competency of business analyst
to develop 21
cost-benefit analysis 230234
definition xvii
Gantt/bar chart for proposed
project 236
identifying options 224226
impact assessment 234235
investment appraisal 237239
management summary 229230
position in the project lifecycle
223224
presentation 239240
risk assessment 235236
structure and content 229236
business change
benefits management and
realisation 240243, 264267
business analyst role 4, 10,
6769, 267
design stage 258259
environmental factors 246254

implementation 10, 68, 259264

incremental delivery 212214
the individual 248251, 259267
iterative development 214215
lifecycles 34, 208215, 251267
managing the change process
256258
McKinsey 7-S model 51
MoSCoW prioritisation 217
nature of change 245
organisations 207208, 247248,
254255
V model lifecycle 210212,
214215
waterfall lifecycle 209210,
214215, 221
see also change management
business change identification
gap analysis 6264, 124125
business culture 254255
business environment
change 246247, 252254
PESTLE analysis 4243, 46,
228
Porters five forces model 4446,
247
business event analysis 122123
business knowledge
competency of business analyst
2023
business needs log 9697, 161
business process analysis 6364
business events 122123
business rules 123
Business Process Modelling
Notation see BPMN
business process models xviii,
9394, 127, 136147
analysing handoffs 140141
analysing piecemeal
modifications 141
developing the model 136139
improving business processes
141143
naming of processes and tasks
138139
organisational view 130136
performance measurement
143146
Six Sigma approach to process
improvement 146147
standards 136
business rules analysis 123

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business system
definition xviii
holistic approach to analysing
89
business systems modelling 24,
112125
business activity models (BAM)
6062, 117125
soft systems methodology (SSM)
113117
stakeholder perspectives 60, 108,
115117
capability maturity model
integration (CMMI) xviii, 13
career
business analysis 1314, 2632
cash cow see Boston Box
CATWOE (customer, actor,
transformation, world view, owner,
environment) xvix, 115117
CBAP (Certified Business Analysis
Professional) xix, 32
Certified Business Analysis
Professional see CBAP
change agents 259260
change control
meaning xix
requirements management 184
change management
alignment 252255
cultural alignment 254255
defining the change 256258
design of new processes and
systems 258259
implementation of change
10, 259264
people 248251, 259267
realisation 264267
see also business change;
organisational change
Chartered Institute for IT 14
see also British Computer Society
Checkland, P 60
soft systems methodology
113114, 116, 124
class modelling xix, 198204
associations 200203
generalisation 203204
inheritance 204
CMMI see capability maturity
model integration
communication
competency of business analyst
1718
outsourcing, issues with 3
company reports
researching company
information 72
competencies
behavioural skills 1720
business knowledge 2023
development 2627
industry skills framework 2731
meaning xix
techniques 2325
competitive advantage
using IT systems 3
competitors
as stakeholders 101
consultancy
business analyst role 5, 10
external vs internal 5
corporate culture 254255

270

cost-benefit analysis xix, 230234

avoided costs 234
intangible benefits 231, 234
intangible costs 233
tangible benefits 231, 233
tangible costs 231, 232
critical success factors (CSFs) xx,
124
cultural alignment 254255
customers
as stakeholders 100101
data architecture 254
data modelling
business analysis techniques 24
class modelling 198204
entity relationship modelling
190198
de Bono, Edward 25
design workshops 258259
discounted cash flow (DCF) xx,
238239
document analysis xx, 91
documentation techniques
investigation results 5960,
9197
mind maps 93
rich pictures 9192, 113114
scenarios 87
workshops 83
dog see Boston Box
domain knowledge 21
DSDM Atern xx, 216
MoSCoW prioritisation 177, 217
economy
knowledge of business analyst 21
PESTLE analysis 42, 228
employees
as stakeholders 102
entity relationship modelling xx,
190198
exclusive relationships 196198
many-to-many relationships
194196
named relationships 196
one-to-many relationships 191,
193194
one-to-one relationships 192
optionality 192194
environment
PESTLE analysis 43, 228
ethnographic studies xx, 80
facilitation techniques 25
feasibility assessment 64
business issues 226, 227
financial issues 227228
force-field analysis 228229
PESTLE analysis 228
technical issues 226227
Feeny, D 3
Felder, Richard 260
finance
knowledge of business analyst
21
fishbone diagrams 9596
focus groups 8384
gap analysis xxi, 6264
using business activity models
124125
Harmon, Paul 129

IIBA see International Institute of

Business Analysts
Information Systems Examination
Board (ISEB)
qualifications 14, 3132
information technology (IT)
competency of business analyst
22
see also IT systems; software
development
internal rate of return (IRR) xxi,
239
International Institute of Business
Analysts (IIBA)
Certified Business Analysis
Professional (CBAP) 32
interpersonal skills
competency of business analyst
1720
interviews xxi, 7378
advantages and disadvantages
7475
preparation 7577
STOP model 7576
structure 7778
investigation techniques 24, 5860,
7197
activity sampling 9091
business needs log 9697, 161
business process models xviii,
9394, 127, 136147
document analysis 91
documenting the results 5960,
9197
fishbone diagrams 9596
focus groups 8384
interviews 7378
mind map documentation
technique 93
observation 7880
prior research 7173
prototyping 8788
qualitative 7388
quantitative 8891
questionnaires 8889
rich picture documentation
technique 9192, 113114
scenarios 8487
spaghetti maps 9495
special-purpose records 8990
workshops 8083
investment appraisal
discounted cash flow (DCF)
238239
internal rate of return (IRR)
239
net present value (NPV)
238239
payback 228, 237239
payback calculation 237239
return on investment 228
Isaksen, S 55, 57
ISEB (Information Systems
Examination Board)
business analysis qualifications
14, 3132
Ishikawa, K 95
Ishikawa diagrams 95
IT systems
competitive advantage of using 3
design workshops 258259
modelling 66
outsourcing and the business
analyst role 23

Business Analysis Second Edition_Layout 1 6/25/10 4:39 PM Page 271

systems analysis and the

business analyst role 67, 11
terminology xxii
see also software development
Johnson, G 37, 39, 254
Kaplan, R S 134
key performance indicators (KPIs)
xxii, 124
Kotter, John 256
Kubler-Ross, Elizabeth 250
leadership
competency of business analyst
20
learning styles 260264
action learning approach
261262
legal issues
PESTLE analysis 43, 228
McGregor, Douglas 249
McKinsey 7-S model xxii, 51
Maiden, N 149
managers
as stakeholders 102
Martin, James 190
Maslow, Abraham 249
Matchett Ltd 12
mind maps 93
example 93
MoSCoW (must have, should have,
could have, want to have but not
now) prioritisation xxii, 177, 217
MOST (mission, objectives,
strategy, tactics) analysis xxii,
4648, 113
Motorola
Six Sigma approach to process
improvement 146147
net present value (NPV) xxii,
238239
Norton, D P 134
Object Management Group
Unified Process (UP) software
development 216
observation 7880
advantages and disadvantages
79
ethnographic studies 80
formal observation 79
protocol analysis 79
shadowing 80
options evaluation 6465
feasibility assessment 64,
226229
identifying options 224226
impact assessment 234235
PESTLE analysis 228
risk assessment 235236
options identification 224225
doing nothing 225
organisation model 129136
process maps 131132
value chain analysis 133
value proposition analysis
133136
organisation structure
competency of business analyst
23
functional view 127129

organisational change 247248

cultural alignment 254255
delivery of change 207208
OSCAR (Objectives, Scope,
Constraints, Authority, Resources)
150151
outsourcing
business analyst role 3
IT services 23
supplier management 23
owners
as stakeholders 102
partners
as stakeholders 101
payback 228, 237239
people change 248251, 259267
learning styles 260264
realisation of change 264267
reward systems 264
performance measurement
Balanced Business Scorecard
(BBS) 5253, 253
business processes 143146
critical success factors (CSFs)
124
external measures 144
internal measures 143144
key performance indicators
(KPIs) 124
process and task measures
144146
PESTLE (political, economic,
sociocultural, technological, legal,
environmental) analysis xxiii,
4243, 46, 228
feasibility assessment 228
Polanyi, Michael 156
political awareness
competency of business analyst
19
politics
PESTLE analysis 42, 228
strategy development 40
Porter, Michael 133
five forces model xxiii, 4446, 247
portfolio analysis 4748
Boston Box 48
prioritisation
MoSCoW prioritisation 177, 217
use case diagrams 218
problem child see Boston Box
problem-solving
competency of business analyst
20
fishbone diagrams 9596
process model 5557
process architecture 254
process maps 131132
profession
business analysis 1314, 2632
project management
business analyst skills 2324
protocol analysis xxiii, 79
prototyping xxiii, 8788
questionnaires xxiii, 8889
RACI (responsible, accountable,
consulted, informed) charts xxiii,
108110
RASCI (responsible, accountable,
support, consulted, informed)
charts 110

regulators
as stakeholders 101
requirements analysis 149151,
152153, 162165
categorisation of requirements
163
filters 163165
MoSCoW prioritisation 177,
217
requirements catalogue xxiii, 153,
161, 165, 170179
contents 176178
documenting a requirement
176179
example 180
functional requirements
173174
general requirements 171172
hierarchy of requirements
175176
non-functional requirements
174175
technical requirements 173
requirements definition 6567
OSCAR (Objectives, Scope,
Constraints, Authority,
Resources) 150151
requirements document 66, 152,
153, 168170
content 169170
cross-referencing 181
deliverables 220
glossary of terms 170
requirements catalogue 153,
161, 165, 170179
review 165166
structure 168169
requirements elicitation xxiii,
152153, 156161
tacit knowledge 156161
techniques 160161
requirements engineering 24, 66,
149
business representatives
153155
process 152185
project team 155
requirements identification 181
business needs log 9697, 161
requirements list 161162
requirements management xxiii,
153, 179, 181185
configuration management
182184
cross-referencing 181
origin of requirement 181
requirements identification 181
software support 184185
traceability of requirements 179,
181, 185
requirements modelling
class modelling 198204
entity relationship modelling
190198
use case diagrams 186189
requirements validation 153,
165166
prototyping 8788
Resource Audit xxiv, 4647
reward systems 264
rich pictures xxiv, 9192, 113114
example 92
risk assessment
business case 235236

271

Business Analysis Second Edition_Layout 1 6/25/10 4:39 PM Page 272

root cause analysis see fishbone

diagrams
root definition xxiv, 114117
scenarios xxiv, 8487
advantages and disadvantages
8487
documentation 87
example 8687
Scholes, K 37, 39, 254
Scrum 216
self-study
business analysis 27
SFIA Foundation
Skills Framework for the
Information Age xxiv, 26, 2731
shadowing xxiv, 80
Silverman, Linda 260
skills 156157
see also competencies
Skills Framework for the
Information Age see under SFIA
Foundation
sociocultural issues
PESTLE analysis 43, 228
soft systems methodology (SSM)
xxiv, 113114
business activity models
117125
business perspectives 114117
software development
agile approach 216217, 221
approaches 215219
business analyst role 210, 212,
219
commercial off-the-shelf solutions
218219
prioritisation 217218
roles in delivering requirements
219220
systems development lifecycles
(SDLCs) 208215
Unified Process (UP) approach
216
Software Engineering Institute
(SEI) 13
spaghetti maps 9495
special-purpose records xxiv,
8990
stakeholder analysis 100111
business activity models 6062,
117125

272

business analysis techniques

24, 6062, 102103
business perspectives 60, 108,
115117
CATWOE 115117
definition xxv
involvement indicator using
RACI and RASCI charts
108110
power/interest analysis 103
stakeholder identification 100102
stakeholder management xxv,
99111
business analysis techniques 24
strategies 103106
star see Boston Box
Steiner, George 37
strategic analysis xxv, 3553
Boston Box 48
business analyst role 6, 11, 24
external environment analysis
4146
internal environment analysis
4648
MOST analysis 4648, 113
PESTLE analysis 4243, 46,
228
Porters five forces model 4446,
247
Resource Audit xxiv, 4647
SWOT analysis 4850
understanding strategy 3538
see also strategy development;
strategy implementation
strategy
definition xxv, 37
strategy development 3841
strategy implementation 5053
Balanced Business Scorecard
(BBS) 5253, 253
McKinsey 7-S model 51
supplier management
competency of business analyst
23
suppliers
as stakeholders 101
surveys see questionnaires
swimlane diagrams xxv, 9394,
136139
SWOT (strengths, weaknesses,
opportunities, threats) analysis
xxv, 4850

tacit knowledge xxv, 156161

team working
competency of business analyst
19
technology
PESTLE analysis 43, 228
technology architecture 254
training
business analysis 27
Concerns-Based Adoption Model
(CBAM) 263264
understanding learning styles
260264
Treffinger, D 55, 57
UML (Unified Modelling Language)
notation xxvi, 136
class modelling 198204
Unified Process (UP) software
development 216
use case diagrams 186189
Unified Modelling Language see
UML
use case diagrams 186189
prioritisation 218
value chain analysis 133
value proposition analysis
133136
websites
research into company 7172
Whittington, R 37, 39, 254
wild cat see Boston Box
Willcocks, L 3
Wilson, B 60
Wittgenstein, L 151
workflow
business process models 139
handoffs 140141
workshops xxvi, 8083
advantages and disadvantages
8081
brainstorming 82
design 258259
discovery techniques 8283
documentation techniques 83
facilitation 82
follow up 83
post-it exercise 82
preparation 8182
round robin 82

business-analysis-2e-artwork-ma_Layout 1 24/06/2010 14:53 Page 1

Second Edition
Debra Paul, Donald Yeates and James Cadle (Editors)
Business Analysis is a bestselling practical guide for anyone
involved in business analysis, whether improving business
processes or defining requirements for IT solutions. The book
explores the entire range of approaches and techniques needed
to conduct business analysis successfully, including investigating
business issues, modelling processes, defining requirements and
producing rigorous business cases.

New edition of bestselling book

Practical business analysis techniques
Business process modelling
Requirements analysis and management
Managing change

ABOUT THE AUTHORS

Business Analysis has been written and now updated by a team
of experts who are practitioners and educators in the business
analysis field.
You might also be interested in:
BUSINESS ANALYSIS TECHNIQUES
72 Essential Tools for Success
James Cadle, Debra Paul and Paul Turner

Kathleen Barret,
President & CEO of the
International Institute of
Business Analysis

Business

BUSINESS
ANALYSIS
Second Edition
Debra Paul, Donald Yeates and James Cadle (Editors)

BUSINESS ANALYSIS SECOND EDITION

Some important enhancements to this new edition: the inclusion

of additional techniques such as Ishikawa diagrams and spaghetti
maps; expanded treatment of requirements management and
investigation of business needs; more detailed treatment of
benefits realisation including the use of benefits realisation maps.

Business Analysis
is an excellent
introductory text for
business analysts
seeking to apply the
standards, knowledge
and competencies of
the discipline. It goes
beyond most texts to
show how business
analysts define
requirements not
only to support IT
systems development,
but also to drive
business change
and implement
organizational
strategy.

Paul, Yeates, Cadle (Editors)

BUSINESS ANALYSIS